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Kurt Laitner

Towards a Material Commons | Guerrilla Translation! - 0 views

  • the modes of communication we use are very tightly coupled with the modes of production that finance them
  • I’m focused on the policy formation around this transition to a new, open knowledge and commons-based economy, and that’s the research work I’m doing here
  • The problem is I can only make a living by still working for capital.
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  • We now have a technology which allows us to globally scale small group dynamics, and to create huge productive communities, self-organized around the collaborative production of knowledge, code, and design. But the key issue is that we are not able to live from that, right
  • A lot of co-ops have been neo-liberalizing, as it were, have become competitive enterprises competing against other companies but also against other co-ops, and they don’t share their knowledge
  • We cannot create our own livelihood within that sphere
  • instead of having a totally open commons, which allows multinationals to use our commons and reinforce the system of capital, the idea is to keep the accumulation within the sphere of the commons.
  • The result would be a type of open cooperative-ism, a kind of synthesis or convergence between peer production and cooperative modes of production
  • then the material work, the work of working for clients and making a livelihood, would be done through co-ops
  • But it hasn’t had much of a direct connection to this emerging commons movement, which shares so many of the values and  principles of the traditional cooperative movement.
  • There’s also a lot of peer-to-peer work going on, but it’s not very well versed around issues like cooperative organization, formal or legal forms of ownership, which are based on reciprocity and cooperation, and how to interpret the commons vision with a structure, an organizational structure and a legal structure that actually gives it economic power, market influence, and a means of connecting it to organizational forms that have durability over the long-term.
  • The young people, the developers in open source or free software, the people who are in co-working centers, hacker spaces, maker spaces. When they are thinking of making a living, they think startups
  • They have a kind of generic reaction, “oh, let’s do a startup”, and then they look for venture funds. But this is a very dangerous path to take
  • Typically, the venture capital will ask for a controlling stake, they have the right to close down your start up whenever they feel like it, when they feel that they’re not going to make enough money
  • Don’t forget that with venture capital, only 1 out of 10 companies will actually make it, and they may be very rich, but it’s a winner-take-all system
  • we don’t have what Marx used to call social reproduction
  • I would like John to talk about the solidarity co-ops, and how that integrates the notion of the commons or the common good in the very structure of the co-op
  • They don’t have a commons of design or code, they privatize and patent, just like private competitive enterprise, their knowledge
  • Cooperatives, which are basically a democratic and collective form of enterprise where members have control rights and democratically direct the operations of the co-op, have been the primary stakeholders in any given co-op – whether it’s a consumer co-op, or a credit union, or a worker co-op.
  • Primarily, the co-op is in the service of its immediate members
  • What was really fascinating about the social co-ops was that, although they had members, their mission was not only to serve the members but also to provide service to the broader community
  • In the city of Bologna, for example, over 87% of the social services provided in that city are provided through contract with social co-ops
  • democratically run
  • much more participatory, and a much more engaged model
  • The difference, however, is that the structure of social co-ops is still very much around control rights, in other words, members have rights of control and decision-making within how that organization operates
  • And it is an incorporated legal structure that has formal recognition by the legislation of government of the state, and it has the power, through this incorporated power, to negotiate with and contract with government for the provision of these public services
  • In Québec they’re called Solidarity co-ops
  • So, the social economy, meaning organizations that have a mutual aim in their purpose, based on the principles of reciprocity, collective benefit, social benefit, is emerging as an important player for the design and delivery of public services
  • This, too, is in reaction to the failure of the public market for provision of services like affordable housing or health care or education services
  • This is a crisis in the role of the state as a provider of public services. So the question has emerged: what happens when the state fails to provide or fulfill its mandate as a provider or steward of public goods and services, and what’s the role of civil society and the social economy in response?
  • we have commonses of knowledge, code and design. They’re more easily created, because as a knowledge worker, if you have access to the network and some means, however meager, of subsistence, through effort and connection you can actually create knowledge. However, this is not the case if you move to direct physical production, like the open hardware movement
  • I originally encountered Michel after seeing some talks by Benkler and Lessig at the Wizard of OS 4, in 2006, and I wrote an essay criticizing that from a materialist perspective, it was called “The creative anti-commons and the poverty of networks”, playing on the terms that both those people used.
  • In hardware, we don’t see that, because you need to buy material, machines, plastic, metal.
  • Some people have called the open hardware community a “candy” economy, because if you’re not part of these open hardware startups, you’re basically not getting anything for your efforts
  • democratic foundations like the Apache foundation
  • They conceive of peer production, especially Benkler, as being something inherently immaterial, a form of production that can only exist in the production of immaterial wealth
  • From my materialist point of view, that’s not a mode of production, because a mode of production must, in the first place, reproduce its productive inputs, its capital, its labor, and whatever natural wealth it consumes
  • From a materialist point of view, it becomes  obvious that the entire exchange value produced in these immaterial forms would be captured by the same old owners of materialist wealth
  • different definition of peer production
  • independent producers collectively sharing a commons of productive assets
  • I wanted to create something like a protocol for the formation and allocation of physical goods, the same way we have TCP/IP and so forth, as a way to allocate immaterial goods
  • share and distribute and collectively create immaterial wealth, and become independent producers based on this collective commons.
  • One was the Georgist idea of using rent, economic rent, as a fundamental mutualizing source of wealth
  • Mutualizing unearned income
  • So, the unearned income, the portion of income derived from ownership of productive assets is evenly distributed
  • This protocol would seek to normalize that, but in a way that doesn’t require administration
  • typical statist communist reaction to the cooperative movement is saying that cooperatives can exclude and exploit one another
  • But then, as we’ve seen in history, there’s something that develops called an administrative class,  which governs over the collective of cooperatives or the socialist state, and can become just as counterproductive and often exploitive as capitalist class
  • So, how do we create cooperation among cooperatives, and distribution of wealth among cooperatives, without creating this administrative class?
  • This is why I borrowed from the work of Henry George and Silvio Gesell in created this idea of rent sharing.
  • This is not done administratively, this is simply done as a protocol
  • The idea is that if a cooperative wants an asset, like, an example is if one of the communes would like to have a tractor, then essentially the central commune is like a bond market. They float a bond, they say I want a tractor, I am willing to pay $200 a month for this tractor in rent, and other members of the cooperative can say, hey, yeah, that’s a good idea,we think that’s a really good allocation of these productive assets, so we are going to buy these bonds. The bond sale clears, the person gets the tractor, the money from the rent of the tractor goes back to clear the bonds, and  after that, whatever further money is collected through the rent on this tractor – and I don’t only mean tractors, same would be applied to buildings, to land, to any other productive assets – all this rent that’s collected is then distributed equally among all of the workers.
  • The idea is that people earn income not only by producing things, but by owning the means of production, owning productive assets, and our society is unequal because the distribution of productive assets is unequal
  • This means that if you use your exact per capita share of property, no more no less than what you pay in rent and what you received in social dividend, will be equal
  • But if you’re not working at that time, because you’re old, or otherwise unemployed, then obviously the the productive assets that you will be using will be much less than the mean and the median, so what you’ll receive as dividend will be much more than what you pay in rent, essentially providing a basic income
  • venture communism doesn’t seek to control the product of the cooperatives
  • It doesn’t seek to limit, control, or even tell them how they should distribute it, or under what means; what they produce is entirely theirs, it’s only the collective management of the commons of productive assets
  • On paper this would seem to work, but the problem is that this assumes that we have capital to allocate in this way, and that is not the case for most of the world workers
  • how do we get to that stage?
  • other two being counter politics and insurrectionary finance
  • do we express our activism through the state, or do we try to achieve our goals by creating the alternative society outside
  • pre-figurative politics, versus statist politics
  • My materialist background tells me that when you sell your labor on the market, you have nothing more than your subsistence costs at the end of it, so where is this wealth meant to come from
  • I believe that the only reason that we have any extra wealth beyond subsistence is because of organized social political struggle; because we have organized in labor movements, in the co-op movement, and in other social forms
  • To create the space for prefiguring presupposes engagement with the state, and struggle within parliaments, and struggle within the public social forum
  • Instead, we should think that no, we must engage in the state in order to protect our ability to have alternative societies
  • We can only get rid of the state in these areas once we have alternative, distributed, cooperative means to provide those same functions
  • We can only eliminate the state from these areas once they actually exist, which means we actually have to build them
  • What I mean by insurrectionary finance is that we have to acknowledge that it’s not only forming capital and distributing capital, it’s also important how intensively we use capital
  • I’m not proposing that the cooperative movement needs to engage in the kind of derivative speculative madness that led to the financial crisis, but at the same time we can’t… it can’t be earn a dollar, spend a dollar
  • We have to find ways to create liquidity
  • to deal with economic cycles
  • they did things the organized left hasn’t been able to do, which is takeover industrial means of production
  • if they can take over these industrial facilities, just in order to shut them down and asset strip them, why can’t we take them over and mutualize them?
  • more ironic once you understand that the source of investment that Milken and his colleagues were working with were largely workers pension funds
  • idea of venture communism
  • pooling, based on the capture of unearned income
  • in Québec, there is a particular form of co-op that’s been developed that allows small or medium producers to pool their capital to purchase machinery and to use it jointly
  • The other idea I liked was trying to minimize a management class
  • much more lean and accountable because they are accountable to boards of directors that represent the interests of the members
  • I’ve run into this repeatedly among social change activists who immediately recoil at the notion of thinking about markets and capital, as part of their change agenda
  • I had thought previously, like so many, that economics is basically a bought discipline, and that it serves the interests of existing elites. I really had a kind of reaction against that
  • complete rethinking of economics
  • recapture the initiative around vocabulary, and vision, with respect to economics
  • reimagining and reinterpreting, for a popular and common good, the notion of market and capital
  • advocating for a vision of social change that isn’t just about politics, and isn’t just about protest, it has to be around how do we reimagine and reclaim economics
  • markets actually belong to communities and people
  • capital wasn’t just an accumulated wealth for the rich
  • I think what we’re potentially  talking about here is to make the social economy hyper-productive, hyper-competitive, hyper-cooperative
  • The paradox is that capital already knows this. Capital is investing in these peer production projects
  • Part of the proposal of the FLOK society project in Ecuador will be to get that strategic reorganization to make the social economy strategic
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    A lot of really interesting points of discussion in here.
Tiberius Brastaviceanu

The commons law project: A vision of green governance - 0 views

  • “commons law” (not to be confused with common law)
  • Commons law consists of those social practices, cultural traditions and specific bodies of formal law that recognize the rights of commoners to manage their own resources
  • Ever since the rise of the nation-state and especially industrialized markets, however, commons law has been marginalized if not eclipsed by contemporary forms of market-based law
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  • individual property rights and market exchange have been elevated over most everything else, and this has only eroded the rights of commoners,
  • reframe the very notion of “the economy” to incorporate non-market sharing and collaboration.
  • we had concluded that incremental efforts to expand human rights and environmental protection within the framework of the State/Market duopoly were simply not going to achieve much
  • the existing system of regulation and international treaties has been a horrendous failure over the past forty years. Neoliberal economics has corrupted and compromised law and regulation, slashing away at responsible stewardship of our shared inheritance while hastening a steady decline of the world’s ecosystems
  • We concluded that new forms of ecological governance that respect human rights, draw upon commons models and reframe our understanding of economic value, hold great promise
  • An economics and supporting civic polity that valorizes growth and material development as the precondition for virtually everything else is ultimately a dead end—literally.
  • Achieving a clean, healthy and ecologically balanced environment requires that we cultivate a practical governance paradigm based on, first, a logic of respect for nature, sufficiency, interdependence, shared responsibility and fairness among all human beings; and, second, an ethic of integrated global and local citizenship that insists upon transparency and accountability in all activities affecting the integrity of the environment.
  • We believe that commons- and rights-based ecological governance—green governance—can fulfill this logic and ethic. Properly done, it can move us beyond the neoliberal State and Market alliance—what we call the ‘State/Market’—which is chiefly responsible for the current, failed paradigm of ecological governance.
  • The basic problem is that the price system, seen as the ultimate governance mechanism of our polity, falls short in its ability to represent notions of value that are subtle, qualitative, long-term and complicated.
  • These are, however, precisely the attributes of natural systems.
  • Exchange value is the primary if not the exclusive concern.
  • anything that does not have a price and exists ‘outside’ the market is regarded (for the purposes of policy-making) as having subordinate or no value.
  • industry lobbies have captured if not corrupted the legislative process
  • regulation has become ever more insulated from citizen influence and accountability as scientific expertise and technical proceduralism have come to be more and more the exclusive determinants of who may credibly participate in the process
  • we have reached the limits of leadership and innovation within existing institutions and policy structures
  • it will not be an easy task to make the transition from State/Market ecological governance to commons- and rights-based ecological governance
  • It requires that we enlarge our understanding of ‘value’ in economic thought to account for nature and social well-being; that we expand our sense of human rights and how they can serve strategic as well as moral purposes; that we liberate ourselves from the limitations of State-centric models of legal process; and that we honor the power of non-market participation, local context and social diversity in structuring economic activity and addressing environmental problems.
  • articulate and foster a coherent new paradigm
  • deficiencies of centralized governments (corruption, lack of transparency, rigidity, a marginalized citizenry)
Kurt Laitner

The FLOK Society Vision of a Post-Capitalist Economy | David Bollier - 1 views

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    just in case anyone is unaware of this framwork, which is seminal
Tiberius Brastaviceanu

Welcome - Projekt Roadkill - Citizen Science - 0 views

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    "aim to reduce roadkill. In this project we investigate, which animals are killed on roads and which factors are influencing roadkills. Your data allows us to identify roadkill hotspots. Our vision is to mitigate those hotspots in cooperation with local authorities."
Steve Bosserman

'Biochemiresistor' sensor is fast, super-sensitive | KurzweilAI - 4 views

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    this sensor is amazing ! very close to the vision we have for personal portable sensors: fast to immediate reading, detection of any compound...
Francois Bergeron

ChipSight Slides - ChipSight - 0 views

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    low-cost camera interface peripheral for microprocessors that outputs visual information including object shape and location. found by Jonathan
Tiberius Brastaviceanu

Lufa Farms | Our vision is a city of rooftop farms... - 0 views

    • Tiberius Brastaviceanu
       
      Can we partner with them for automating farms? Sensing technology, quality assurance, etc. 
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    Montreal based roof farms, see if there is a way to engage them with sensing technology
sebastianklemm

Food Security Information Network (FSIN) - 1 views

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    FSIN is a technical platform for exchanging expertise and best practices on food security and nutrition analysis. It promotes independent and consensus-based information and highlights critical data gaps. The result of a consultative process between government institutions and development partners interested in a new vision for country-led food security information systems, FSIN continues providing support at country and regional level. Demand-driven and flexible, it remains adaptable to changing contexts and evolving needs. Today, FSIN's work spans the effort of 16 global and regional partners committed to improving availability and quality of food security and nutrition analysis for better decision-making. It also facilitates the Global Network Against Food Crises's first pillar which is centered on better understanding global food crises.
sebastianklemm

EAT - The science-based global platform for food system transformation - 1 views

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    Our vision is a fair and sustainable global food system for healthy people and planet - leaving no one behind. Our mission is to transform our global food system through sound science, impatient disruption and novel partnerships. Everything we do is guided by a set of principles that define our character and working culture. These values are the shared convictions that we bring to our professional and personal conduct. We: > Scale bold systems change based on solid science > Accelerate impact through collaboration > Deliver disruptive solutions, where others can't > Embody diversity, honesty and integrity > Champion fairness and equity, leaving no one behind
Tiberius Brastaviceanu

Partner State - P2P Foundation - 0 views

    • Tiberius Brastaviceanu
       
      we call this a custodian
    • Tiberius Brastaviceanu
       
      we call this a custodian
  • So here we have it, the new triarchy: - The state, with its public property and representative mechanisms of governance (in the best scenario) - The private sector, with the corporation and private property - The commons, with the Trust (or the for-benefit association), and which is the ‘property’ of all its members (not the right word in the context of the commons, since it has a different philosophy of ownership)
    • Tiberius Brastaviceanu
       
      so where is direct democracy in all this?
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  • In a first phase, the commons simply emerges as an added alternative.
  • becoming a subsector of society, and starts influencing the whole
  • phase transition and transformation will need to occur.
  • how a commons-dominated, i.e. after the phase transition, society would look like.
  • At its core would be a collection of commons, represented by trusts and for-benefit associations, which protect their common assets for the benefit of present and future generations
  • The commons ‘rents out’ the use of its resources to entrepreneurs. In other words, business still exists, though infinite growth-based capitalism does not.
  • More likely is that the corporate forms will be influenced by the commons and that profit will be subsumed to other goals, that are congruent with the maintenance of the commons.
  • The state will still exist, but will have a radically different nature
  • Much of its functions will have been taken over by commons institutions, but since these institutions care primarily about their commons, and not the general common good, we will still need public authorities that are the guarantor of the system as a whole, and can regulate the various commons, and protect the commoners against possible abuses. So in our scenario, the state does not disappear, but is transformed, though it may greatly diminish in scope, and with its remaining functions thoroughly democratized and based on citizen participation.
  • In our vision, it is civil-society based peer production, through the Commons, which is the guarantor of value creation by the private sector, and the role of the state, as Partner State, is to enable and empower the creation of common value. The new peer to peer state then, though some may see that as a contradictio in terminis, is a state which is subsumed under the Commons, just as it is now under the private sector. Such a peer to peer state, if we are correct, will have a much more modest role than the state under a classic state society, with many of its functions taken over by civil society associations, interlinked in processes of global governance. The above then, this triarchy, is the institutional core which replaces the dual private-public binary system that is characteristic of the capitalist system that is presently the dominant format.
  • fundamental mission is to empower direct social-value creation, and to focus on the protection of the Commons sphere as well as on the promotion of sustainable models of entrepreneurship and participatory politics
  • the state becomes a 'partner state' and enables autonomous social production.
  • the state does exist, and I believe that we can’t just imagine that we live in a future state-less society
  • retreating from the binary state/privatization dilemma to the triarchical choice of an optimal mix amongst government regulation, private-market freedom and autonomous civil-society projects
  • the role of the state
  • “the peer production of common value requires civic wealth and strong civic institutions.
  • trigger the production/construction of new commons by - (co-) management of complexe resource systems which are not limited to local boundaries or specific communities (as manager and partner) - survey of rules (chartas) to care for the commons (mediator or judge) - kicking of or providing incentives for commoners governing their commons - here the point is to design intelligent rules which automatically protect the commons, like the GPL does (facilitator)"
  • the emergence of the digital commons. It is the experience of creating knowledge, culture, software and design commons, by a combination of voluntary contributions, entrepreneurial coalitions and infrastructure-protecting for-benefit associations, that has most tangibly re-introduced the idea of commons, for all to use without discrimination, and where all can contribute. It has drastically reduced the production, distribution, transaction and coordination costs for the immaterial value that is at the core also of all what we produce physically, since that needs to be made, needs to be designed. It has re-introduced communing as a mainstream experience for at least one billion internet users, and has come with proven benefits and robustness that has outcompeted and outcooperated its private rivals. It also of course offers new ways to re-imagine, create and protect physical commons.
  • stop enclosures
  • peer to peer, i.e. the ability to freely associate with others around the creation of common value
  • communal shareholding, i.e. the non-reciprocal exchange of an individual with a totality. It is totality that we call the commons.
  • It is customary to divide society into three sectors, and what we want to show is how the new peer to peer dynamic unleashed by networked infrastructures, changes the inter-relationship between these three sectors.
  • In the current ‘cognitive capitalist’ system, it is the private sector consisting of enterprises and businesses which is the primary factor, and it is engaged in competitive capital accumulation. The state is entrusted with the protection of this process. Though civil society, through the citizen, is in theory ‘sovereign’, and chooses the state; in practice, both civil society and the state are under the domination of the private sector.
  • it fulfills three contradictory functions
  • Of course, this is not to say that the state is a mere tool of private business.
  • protect the whole system, under the domination of private business
  • protector of civil society, depending on the balance of power and achievements of social movements
  • protector of its own independent interests
  • Under fascism, the state achieves great independence from the private sector , which may become subservient to the state. Under the welfare state, the state becomes a protector of the social balance of power and manages the achievements of the social movement; and finally, under the neoliberal corporate welfare state, or ‘market state’, it serves most directly the interests of the financial sector.
  • key institutions and forms of property.
  • The state managed a public sector, under its own property.
  • The private sector , under a regime of private ownership, is geared to profit, discounts social and natural externalities, both positive and negative, and uses its dominance in society to use and dominate the state.
  • civil society has a relative power as well, through its capability of creating social movements and associations
  • Capitalism has historically been a pendulum between the private and the public sector
  • However, this configuration is changing,
  • the endangerment of the biosphere through the workings of ‘selfish’ market players; the second is the role of the new digital commons.
  • participatory politics
  • Peer production gives us an advance picture of how a commons-oriented society would look like. At its core is a commons and a community contributing to it, either voluntarily, or as paid entrepreneurial employees. It does this through collaborative platforms using open standards. Around the commons emerges enterprises that create added value to operate on the marketplace, but also help the maintenance and the expansion of the commons they rely on. A third partner are the for-benefit associations that maintain the infrastructure of cooperation. Public authorities could play a role if they wanted to support existing commons or the creation of new commons, for the value they bring to society.
  • if a commons is not created as in the case of the digital commons, it is something that is inherited from nature or former generations, given in trust and usufruct, so that it can be transmitted to our descendents. The proper institution for such commons is therefore the trust, which is a corporate form that cannot touch its principal capital, but has to maintain it.
Tiberius Brastaviceanu

The Baffler - 0 views

  • This tendency to view questions of freedom primarily through the lens of economic competition, to focus on the producer and the entrepreneur at the expense of everyone else, shaped O’Reilly’s thinking about technology.
  • the O’Reilly brand essence is ultimately a story about the hacker as hero, the kid who is playing with technology because he loves it, but one day falls into a situation where he or she is called on to go forth and change the world,
  • His true hero is the hacker-cum-entrepreneur, someone who overcomes the insurmountable obstacles erected by giant corporations and lazy bureaucrats in order to fulfill the American Dream 2.0: start a company, disrupt an industry, coin a buzzword.
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  • gospel of individualism, small government, and market fundamentalism
  • innovation is the new selfishness
  • mastery of public relations
  • making it seem as if the language of economics was, in fact, the only reasonable way to talk about the subject
  • memes are for losers; the real money is in epistemes.
  • “Open source software” was also the first major rebranding exercise overseen by Team O’Reill
  • It’s easy to forget this today, but there was no such idea as open source software before 1998; the concept’s seeming contemporary coherence is the result of clever manipulation and marketing.
  • ideological cleavage between two groups
  • Richard Stallman
  • Free Software Foundation, preoccupied with ensuring that users had rights with respect to their computer programs. Those rights weren’t many—users should be able to run the program for any purpose, to study how it works, to redistribute copies of it, and to release their improved version (if there was one) to the public
  • “free software.”
  • association with “freedom” rather than “free beer”
  • copyleft
  • profound critique of the role that patent law had come to play in stifling innovation and creativity.
  • Plenty of developers contributed to “free software” projects for reasons that had nothing to do with politics. Some, like Linus Torvalds, the Finnish creator of the much-celebrated Linux operating system, did so for fun; some because they wanted to build more convenient software; some because they wanted to learn new and much-demanded skills.
  • Stallman’s rights-talk, however, risked alienating the corporate types
  • he was trying to launch a radical social movement, not a complacent business association
  • By early 1998 several business-minded members of the free software community were ready to split from Stallman, so they masterminded a coup, formed their own advocacy outlet—the Open Source Initiative—and brought in O’Reilly to help them rebrand.
  • “open source”
  • The label “open source” may have been new, but the ideas behind it had been in the air for some time.
  • In those early days, the messaging around open source occasionally bordered on propaganda
  • This budding movement prided itself on not wanting to talk about the ends it was pursuing; except for improving efficiency and decreasing costs, those were left very much undefined.
  • extremely decentralized manner, using Internet platforms, with little central coordination.
  • In contrast to free software, then, open source had no obvious moral component.
  • “open source is not particularly a moral or a legal issue. It’s an engineering issue. I advocate open source, because . . . it leads to better engineering results and better economic results
  • While free software was meant to force developers to lose sleep over ethical dilemmas, open source software was meant to end their insomnia.
  • Stallman the social reformer could wait for decades until his ethical argument for free software prevailed in the public debate
  • O’Reilly the savvy businessman had a much shorter timeline: a quick embrace of open source software by the business community guaranteed steady demand for O’Reilly books and events
  • The coup succeeded. Stallman’s project was marginalized. But O’Reilly and his acolytes didn’t win with better arguments; they won with better PR.
  • A decade after producing a singular vision of the Internet to justify his ideas about the supremacy of the open source paradigm, O’Reilly is close to pulling a similar trick on how we talk about government reform.
  • much of Stallman’s efforts centered on software licenses
  • O’Reilly’s bet wa
  • the “cloud”
  • licenses would cease to matter
  • Since no code changed hands
  • So what did matter about open source? Not “freedom”
  • O’Reilly cared for only one type of freedom: the freedom of developers to distribute software on whatever terms they fancied.
  • the freedom of the producer
  • who must be left to innovate, undisturbed by laws and ethics.
  • The most important freedom,
  • is that which protects “my choice as a creator to give, or not to give, the fruits of my work to you, as a ‘user’ of that work, and for you, as a user, to accept or reject the terms I place on that gift.”
  • O’Reilly opposed this agenda: “I completely support the right of Richard [Stallman] or any individual author to make his or her work available under the terms of the GPL; I balk when they say that others who do not do so are doing something wrong.”
  • The right thing to do, according to O’Reilly, was to leave developers alone.
  • According to this Randian interpretation of open source, the goal of regulation and public advocacy should be to ensure that absolutely nothing—no laws or petty moral considerations—stood in the way of the open source revolution
  • Any move to subject the fruits of developers’ labor to public regulation
  • must be opposed, since it would taint the reputation of open source as technologically and economically superior to proprietary software
  • the advent of the Internet made Stallman’s obsession with licenses obsolete
  • Many developers did stop thinking about licenses, and, having stopped thinking about licenses, they also stopped thinking about broader moral issues that would have remained central to the debates had “open source” not displaced “free software” as the paradigm du jour.
  • Profiting from the term’s ambiguity, O’Reilly and his collaborators likened the “openness” of open source software to the “openness” of the academic enterprise, markets, and free speech.
  • “open to intellectual exchange”
  • “open to competition”
  • “For me, ‘open source’ in the broader sense means any system in which open access to code lowers the barriers to entry into the market”).
  • “Open” allowed O’Reilly to build the largest possible tent for the movement.
  • The language of economics was less alienating than Stallman’s language of ethics; “openness” was the kind of multipurpose term that allowed one to look political while advancing an agenda that had very little to do with politics
  • highlight the competitive advantages of openness.
  • the availability of source code for universal examination soon became the one and only benchmark of openness
  • What the code did was of little importance—the market knows best!—as long as anyone could check it for bugs.
  • The new paradigm was presented as something that went beyond ideology and could attract corporate executives without losing its appeal to the hacker crowd.
  • What Raymond and O’Reilly failed to grasp, or decided to overlook, is that their effort to present open source as non-ideological was underpinned by a powerful ideology of its own—an ideology that worshiped innovation and efficiency at the expense of everything else.
  • What they had in common was disdain for Stallman’s moralizing—barely enough to justify their revolutionary agenda, especially among the hacker crowds who were traditionally suspicious of anyone eager to suck up to the big corporations that aspired to dominate the open source scene.
  • linking this new movement to both the history of the Internet and its future
  • As long as everyone believed that “open source” implied “the Internet” and that “the Internet” implied “open source,” it would be very hard to resist the new paradigm
  • Telling a coherent story about open source required finding some inner logic to the history of the Internet
  • “If you believe me that open source is about Internet-enabled collaboration, rather than just about a particular style of software license,”
  • everything on the Internet was connected to everything else—via open source.
  • The way O’Reilly saw it, many of the key developments of Internet culture were already driven by what he called “open source behavior,” even if such behavior was not codified in licenses.
  • No moralizing (let alone legislation) was needed; the Internet already lived and breathed open source
  • apps might be displacing the browser
  • the openness once taken for granted is no more
  • Openness as a happenstance of market conditions is a very different beast from openness as a guaranteed product of laws.
  • One of the key consequences of linking the Internet to the world of open source was to establish the primacy of the Internet as the new, reinvented desktop
  • This is where the now-forgotten language of “freedom” made a comeback, since it was important to ensure that O’Reilly’s heroic Randian hacker-entrepreneurs were allowed to roam freely.
  • Soon this “freedom to innovate” morphed into “Internet freedom,” so that what we are trying to preserve is the innovative potential of the platform, regardless of the effects on individual users.
  • Lumping everything under the label of “Internet freedom” did have some advantages for those genuinely interested in promoting rights such as freedom of expression
  • Forced to choose between preserving the freedom of the Internet or that of its users, we were supposed to choose the former—because “the Internet” stood for progress and enlightenment.
  • infoware
  • Yahoo
  • their value proposition lay in the information they delivered, not in the software function they executed.
  • The “infoware” buzzword didn’t catch on, so O’Reilly turned to the work of Douglas Engelbart
  • to argue that the Internet could help humanity augment its “collective intelligence” and that, once again, open source software was crucial to this endeavor.
  • Now it was all about Amazon learning from its customers and Google learning from the sites in its index.
  • The idea of the Internet as both a repository and incubator of “collective intelligence”
  • in 2004, O’Reilly and his business partner Dale Dougherty hit on the idea of “Web 2.0.” What did “2.0” mean, exactly?
  • he primary goal was to show that the 2001 market crash did not mean the end of the web and that it was time to put the crash behind us and start learning from those who survived.
  • Tactically, “Web 2.0” could also be much bigger than “open source”; it was the kind of sexy umbrella term that could allow O’Reilly to branch out from boring and highly technical subjects to pulse-quickening futurology
  • O’Reilly couldn’t improve on a concept as sexy as “collective intelligence,” so he kept it as the defining feature of this new phenomenon.
  • What set Web 2.0 apart from Web 1.0, O’Reilly claimed, was the simple fact that those firms that didn’t embrace it went bust
  • find a way to harness collective intelligence and make it part of their business model.
  • By 2007, O’Reilly readily admitted that “Web 2.0 was a pretty crappy name for what’s happening.”
  • O’Reilly eventually stuck a 2.0 label on anything that suited his business plan, running events with titles like “Gov 2.0” and “Where 2.0.” Today, as everyone buys into the 2.0 paradigm, O’Reilly is quietly dropping it
  • assumption that, thanks to the coming of Web 2.0, we are living through unique historical circumstances
  • Take O’Reilly’s musings on “Enterprise 2.0.” What is it, exactly? Well, it’s the same old enterprise—for all we know, it might be making widgets—but now it has learned something from Google and Amazon and found a way to harness “collective intelligence.”
  • tendency to redescribe reality in terms of Internet culture, regardless of how spurious and tenuous the connection might be, is a fine example of what I call “Internet-centrism.”
  • “Open source” gave us the “the Internet,” “the Internet” gave us “Web 2.0,” “Web 2.0” gave us “Enterprise 2.0”: in this version of history, Tim O’Reilly is more important than the European Union
  • For Postman, each human activity—religion, law, marriage, commerce—represents a distinct “semantic environment” with its own tone, purpose, and structure. Stupid talk is relatively harmless; it presents no threat to its semantic environment and doesn’t cross into other ones.
  • Since it mostly consists of falsehoods and opinions
  • it can be easily corrected with facts
  • to say that Tehran is the capital of Iraq is stupid talk
  • Crazy talk, in contrast, challenges a semantic environment, as it “establishes different purposes and assumptions from those we normally accept.” To argue, as some Nazis did, that the German soldiers ended up far more traumatized than their victims is crazy talk.
  • For Postman, one of the main tasks of language is to codify and preserve distinctions among different semantic environments.
  • As he put it, “When language becomes undifferentiated, human situations disintegrate: Science becomes indistinguishable from religion, which becomes indistinguishable from commerce, which becomes indistinguishable from law, and so on.
  • pollution
  • Some words—like “law”—are particularly susceptible to crazy talk, as they mean so many different things: from scientific “laws” to moral “laws” to “laws” of the market to administrative “laws,” the same word captures many different social relations. “Open,” “networks,” and “information” function much like “law” in our own Internet discourse today.
  • For Korzybski, the world has a relational structure that is always in flux; like Heraclitus, who argued that everything flows, Korzybski believed that an object A at time x1 is not the same object as object A at time x2
  • Our language could never properly account for the highly fluid and relational structure of our reality—or as he put it in his most famous aphorism, “the map is not the territory.”
  • Korzybski argued that we relate to our environments through the process of “abstracting,” whereby our neurological limitations always produce an incomplete and very selective summary of the world around us.
  • nothing harmful in this per se—Korzybski simply wanted to make people aware of the highly selective nature of abstracting and give us the tools to detect it in our everyday conversations.
  • Korzybski developed a number of mental tools meant to reveal all the abstracting around us
  • He also encouraged his followers to start using “etc.” at the end of their statements as a way of making them aware of their inherent inability to say everything about a given subject and to promote what he called the “consciousness of abstraction.”
  • There was way too much craziness and bad science in Korzybski’s theories
  • but his basic question
  • “What are the characteristics of language which lead people into making false evaluations of the world around them?”
  • Tim O’Reilly is, perhaps, the most high-profile follower of Korzybski’s theories today.
  • O’Reilly openly acknowledges his debt to Korzybski, listing Science and Sanity among his favorite books
  • It would be a mistake to think that O’Reilly’s linguistic interventions—from “open source” to “Web 2.0”—are random or spontaneous.
  • There is a philosophy to them: a philosophy of knowledge and language inspired by Korzybski. However, O’Reilly deploys Korzybski in much the same way that the advertising industry deploys the latest findings in neuroscience: the goal is not to increase awareness, but to manipulate.
  • O’Reilly, of course, sees his role differently, claiming that all he wants is to make us aware of what earlier commentators may have overlooked. “A metaphor is just that: a way of framing the issues such that people can see something they might otherwise miss,
  • But Korzybski’s point, if fully absorbed, is that a metaphor is primarily a way of framing issues such that we don’t see something we might otherwise see.
  • In public, O’Reilly modestly presents himself as someone who just happens to excel at detecting the “faint signals” of emerging trends. He does so by monitoring a group of überinnovators that he dubs the “alpha geeks.” “The ‘alpha geeks’ show us where technology wants to go. Smart companies follow and support their ingenuity rather than trying to suppress it,
  • His own function is that of an intermediary—someone who ensures that the alpha geeks are heard by the right executives: “The alpha geeks are often a few years ahead of their time. . . . What we do at O’Reilly is watch these folks, learn from them, and try to spread the word by writing down (
  • The name of his company’s blog—O’Reilly Radar—is meant to position him as an independent intellectual who is simply ahead of his peers in grasping the obvious.
  • “the skill of writing is to create a context in which other people can think”
  • As Web 2.0 becomes central to everything, O’Reilly—the world’s biggest exporter of crazy talk—is on a mission to provide the appropriate “context” to every field.
  • In a fascinating essay published in 2000, O’Reilly sheds some light on his modus operandi.
  • The thinker who emerges there is very much at odds with the spirit of objectivity that O’Reilly seeks to cultivate in public
  • meme-engineering lets us organize and shape ideas so that they can be transmitted more effectively, and have the desired effect once they are transmitted
  • O’Reilly meme-engineers a nice euphemism—“meme-engineering”—to describe what has previously been known as “propaganda.”
  • how one can meme-engineer a new meaning for “peer-to-peer” technologies—traditionally associated with piracy—and make them appear friendly and not at all threatening to the entertainment industry.
  • O’Reilly and his acolytes “changed the canonical list of projects that we wanted to hold up as exemplars of the movement,” while also articulating what broader goals the projects on the new list served. He then proceeds to rehash the already familiar narrative: O’Reilly put the Internet at the center of everything, linking some “free software” projects like Apache or Perl to successful Internet start-ups and services. As a result, the movement’s goal was no longer to produce a completely free, independent, and fully functional operating system but to worship at the altar of the Internet gods.
  • Could it be that O’Reilly is right in claiming that “open source” has a history that predates 1998?
  • Seen through the prism of meme-engineering, O’Reilly’s activities look far more sinister.
  • His “correspondents” at O’Reilly Radar don’t work beats; they work memes and epistemes, constantly reframing important public issues in accordance with the templates prophesied by O’Reilly.
  • Or take O’Reilly’s meme-engineering efforts around cyberwarfare.
  • Now, who stands to benefit from “cyberwarfare” being defined more broadly? Could it be those who, like O’Reilly, can’t currently grab a share of the giant pie that is cybersecurity funding?
  • Frank Luntz lists ten rules of effective communication: simplicity, brevity, credibility, consistency, novelty, sound, aspiration, visualization, questioning, and context.
  • Thus, O’Reilly’s meme-engineering efforts usually result in “meme maps,” where the meme to be defined—whether it’s “open source” or “Web 2.0”—is put at the center, while other blob-like terms are drawn as connected to it.
  • The exact nature of these connections is rarely explained in full, but this is all for the better, as the reader might eventually interpret connections with their own agendas in mind. This is why the name of the meme must be as inclusive as possible: you never know who your eventual allies might be. “A big part of meme engineering is giving a name that creates a big tent that a lot of people want to be under, a train that takes a lot of people where they want to go,”
  • News April 4 mail date March 29, 2013 Baffler party March 6, 2013 Žižek on seduction February 13, 2013 More Recent Press I’ve Seen the Worst Memes of My Generation Destroyed by Madness io9, April 02, 2013 The Baffler’s New Colors Imprint, March 21, 2013
  • There is considerable continuity across O’Reilly’s memes—over time, they tend to morph into one another.
Kurt Laitner

A Culture of Distrust - 0 views

  •  
    more useful concepts about trust, in particular "trust is a precursor to loyalty and engagement" which I have to think about re my mapping of *trust +engagement and *contribution recognition - also ties into vision and governance, and communication thereof - some warnings regarding monitoring and its perception
Tiberius Brastaviceanu

Designing the Void | Management Innovation eXchange - 0 views

    • Tiberius Brastaviceanu
       
      This is about self-organization, putting in place bounderies and internal mechanisms to make the the system self-organize into something desirable.  You can see this from a game theory perspective - how to set a game which will drive a specific human behavior. 
    • Tiberius Brastaviceanu
       
      This is about self-organization, putting in place bounderies and internal mechanisms to make the the system self-organize into something desirable.  You can see this from a game theory perspective - how to set a game which will drive a specific human behavior. 
    • Tiberius Brastaviceanu
       
      Very similar to SENSORICA, an environment of entrepreneurs. The argument against this is that not everyone is a risk taker or has initiative. The answer to it is that not every role in the organization requires that. 
    • Tiberius Brastaviceanu
       
      Very similar to SENSORICA, an environment of entrepreneurs. The argument against this is that not everyone is a risk taker or has initiative. The answer to it is that not every role in the organization requires that. 
  • The system is not made up of artifacts but rather an elegantly designed void. He says “I prefer to use the analogy of rescuing an endangered species from extinction, rather than engaging in an invasive breeding program the focus should be on the habitat that supports the species. Careful crafting of the habitat by identifying the influential factors; removing those that are detrimental, together with reinforcing those that are encouraging, the species will naturally re-establish itself. Crafting the habitat is what I mean by designing the void.”
  • ...75 more annotations...
  • It is essential that autonomy is combined with responsibility.
  • staff typically manage the whole work process from making sales, manufacture, accounts, to dispatch
  • they are also responsible for managing their own capitalization; a form of virtual ownership develops. Everything they need for their work, from office furniture to high-end machinery will appear on their individual balance sheet; or it will need to be bought in from somewhere else in the company on a pay-as-you go or lease basis. All aspects of the capital deployed in their activities must be accounted for and are therefore treated with the respect one accords one’s own property.
    • Tiberius Brastaviceanu
       
      So they have a value accounting system, like SENSORICA, where they log "uses" and "consumes". 
    • Tiberius Brastaviceanu
       
      ...
    • Tiberius Brastaviceanu
       
      So they have a value accounting system, like SENSORICA, where they log "uses" and "consumes".  
  • The result is not simply a disparate set of individuals doing their own thing under the same roof. Together they benefit from an economy of scale as well as their combined resources to tackle large projects; they are an interconnected whole. They have in common a brand, which they jointly represent, and also a business management system (the Say-Do-Prove system) - consisting not only of system-wide boundaries but also proprietary business management software which helps each take care of the back-end accounting and administrative processing. The effect is a balance between freedom and constraint, individualism and social process.
  • embodiment of meaning
  • But culture is a much more personal phenomenon
  • Culture is like climate- it does not exist in and of itself- it cannot exist in a vacuum, it must exist within a medium.
  • underlying culture
  • Incompatibility between the presenting culture and the underlying one provide a great source of tension
  • The truth of course is that when tension builds to a critical level it takes just a small perturbation to burst the bubble and the hidden culture reveals itself powered by the considerable pent-up energy.
    • Tiberius Brastaviceanu
       
      SENSORICA had this problem of different cultures, and it caused the 2 crisis in 2014. 
    • Tiberius Brastaviceanu
       
      SENSORICA had this problem of different cultures, and it caused the 2 crisis in 2014. 
  • Consider again the idea that for the health of an endangered species; the conditions in their habitat must be just right. In business, the work environment can be considered analogous to this idea of habitat.
  • A healthy environment is one that provides a blank canvas; it should be invisible in that it allows culture to be expressed without taint
  • The over-arching, high-level obligations are applied to the organization via contractual and legal terms.
  • But it is these obligations that the traditional corporate model separates out into functions and then parcels off to distinct groups. The effect is that a clear sight of these ‘higher’ obligations by the people at the front-end is obstructed. The overall sense of responsibility is not transmitted but gets lost in the distortions, discontinuities and contradictions inherent in the corporate systems of hierarchy and functionalization.
  • employees are individually rewarded for their contribution to each product. They are not “compensated” for the hours spent at work. If an employee wants to calculate their hourly rate, then they are free to do so however, they are only rewarded for the outcome not the duration of their endeavors.
  • Another simplification is the application of virtual accounts (Profit and Loss (P&L) account and Balance Sheet) on each person within the business.
  • The company systems simply provide a mechanism for cheaply measuring the success of each individual’s choices. For quality the measure is customer returns, for delivery it is an on-time-and-in-full metric and profit is expressed in terms of both pounds sterling and ROI (return on investment).
    • Tiberius Brastaviceanu
       
      They have a value accounting system. 
    • Tiberius Brastaviceanu
       
      They have a value accounting system. 
  • The innumerable direct links back to an external reality -like the fragile ties that bound giant Gulliver, seem much more effective at aligning the presenting culture and the underlying embodied culture, and in doing so work to remove the existing tension.
  • With a culture that responds directly to reality, the rules in the environment can be “bounding” rather than “binding”- limiting rather than instructive; this way individual behavior need not be directed at all. The goal is to free the individual to express himself fully through his work, bounded only by the limits of the law. With clever feedback (self-referencing feedback loops) integrated into the design, the individuals can themselves grow to collectively take charge of the system boundaries, culture and even the environment itself, always minded of the inherent risks they are balancing, leaving the law of the land as the sole artificial boundary.
  • the conventional company, which, instead of rewarding enterprise, trains compliance by suppressing individual initiative under layer upon layer of translation tools.
  • apply accountability to the individual not command-and-control.
  • without the divisive and overbearing management cabal the natural reaction of humans is to combine their efforts
  • a new member of staff at Matt Black Systems
  • recruited by another staff member (sponsor) and they will help you learn the basics of the business management system- they will help you get to know the ropes.
  • jobs are passed to new staff members, a royalty payment can be established on the work passed over.
  • Along with that job you will be given a cash float (risk capital), P&L Account, a Balance Sheet and computer software to help plan and record your activities. Your operation is monitored by your sponsor to see if you increase the margin or volume, and so establish a sustainable operation. Training and mentoring is provided to support the steep learning curve - but without removing the responsibility of producing a return on the sponsor’s risk capital.
  • You will, in the meantime be looking to establish some of your own work for which you will not have to pay a commission or royalty to your sponsor and this will provide you with more profitable operations such that eventually you might pass back to the sponsor the original operation, as it has become your lowest margin activity. It will then find its way to a new employee (along with the associated Balance Sheet risk capital) where the process is repeated by the sponsor.[4]
  • Remuneration for staff is calibrated in a way that reflects the balance of different forces around ‘pay’
  • there is an obligation upon the company to pay a minimum wage even if the profitability of the operation does not support this
  • there are therefore two aspects of the basic pay structure: one is “absolute” and reflects the entrepreneurial skill level of the employee according to a sophisticated grading scale
  • A further 20% of the original profit will be paid into his risk capital account, which will be his responsibility to deploy in any way he sees fit as part of his Balance Sheet. Of the three remaining 20% slices of the original profit, one is paid out as corporation tax, another as a dividend to the shareholders and the last retained as collective risk capital on the company’s balance sheet- a war chest so to speak.
  • Julian Wilson and Andrew Holm sell products / services to their staff (such as office space and software) they have an identical customer/supplier relationship with the other employees.
  • Naturally there are some people that can’t generate a profit. The sponsor’s risk capital will eventually be consumed through pay. After a process of rescue and recovery- where their shortcomings are identified and they are given the opportunity to put them right, they either improve or leave, albeit with a sizeable increase in their skills.
  • there is a gradual process of accustomisation; the void of the new employee is surrounded by others dealing with their particular activities, offering both role models and operations they may wish to relinquish. One step at a time the new employee acquires the skills to become completely self-managing, to increase their margins, to make investments, to find new business, to become a creator of their own success. Ultimately, they learn to be an entrepreneur.
  • responsible autonomy as an alternative vision to traditional hierarchy
  • Matt Black Systems it is not simply commitment that they targeted in their employees, rather they aim for the specific human qualities they sum up as magic- those of curiosity, imagination, creativity, cooperation, self-discipline and realization (bringing ideas to reality).
  • a new form of association of individuals working together under the umbrella of a company structure: a kind of collective autonomy
  • The business is called Matt Black Systems, based in Poole in dorset
  • Turning an organisation on its head- removing all management, establishing a P&L account and Balance Sheet on everyone in the organisation and having customers payment go first into the respective persons P&L account has revolutionised this company. 
  • This innovative company’s approach views business success as wholly reliant upon human agency, and its wellspring at the individual level.
  • problem (of unnecessarily high overheads placed on production) that arguably is behind the decline in western manufacturing
  • over-managed business
  • Autonomy Enables Productivity
  • organizational design brings to light the unconscious socio-philosophical paradigm of the society in which it exists, organizational development points to how change occurs.
  • a mechanistic approach to organization
  • scientific management employs rationalism and determinism in pursuit of efficiency, but leaves no place for self-determination for most people within the system.
  • Command and Control
  • today, a really “modern” view of an organization is more likely to be depicted in terms that are akin to an organism.
  • When it comes to getting work done, the simple question is: are people the problem or the solution?
  • the Taylorist approach may be more real in theory than in practice: its instrumentalist view of the workforce is cursed by unintended consequences. When workers have no space for their own creative expression, when they are treated like automata not unique individuals, when they become demotivated and surly, when they treat their work as a necessary evil; this is no recipe for a functional organization.
  • The natural, human reaction to this is unionization, defiance and even outright rebellion; to counter this, management grows larger and more rigid in pursuit of compliance, organizations become top heavy with staff who do not contribute directly to the process of value creation but wield power over those who do.
  • voluntary slavery of ‘wagery’
  • Even when disgruntled employees strike free and start their own businesses they seem unable to resist the hegemony of the conventional command-and-control approach
  • Making the transition involves adherence to a whole new sociology of work with all the challenging social and psychological implications that brings.
  • first principal that people in the business have the ability to provide the solution
  • In the “theory of constraints” the goal is to align front-line staff into a neat, compact line for maximum efficiency. Surely the most considered approach is to have front-line staff self-align in pursuit of their individual goals?
  • The removal of hierarchy and specialization is key to a massive improvement in both profitability and productivity. In summary: there are no managers in the company, or foremen, or sales staff, or finance departments; the company is not functionally compartmentalized and there is no hierarchy of command. In fact every member of staff operates as a virtual micro-business with their own Profit & Loss account and Balance Sheet, they manage their own work and see processes through from end to end
  • Formal interaction between colleagues takes place via “customer and supplier” relationships.
  • autonomy enables productivity
  • if one creates a space in which staff pursue their own goals and are not paid by the hour, they will focus on their activities not the clock; if they are not told what to do, they will need to develop their own initiative; if they are free to develop their own processes, they will discover through their own creative faculties how to work more productively- in pursuit of their goals
  • The human qualities which are of greatest potential value to the business are: curiosity, imagination, creativity, cooperation, self-discipline and realization (bringing ideas to reality)
  • These qualities are the very ones most likely to be withheld by an individual when the environment is ‘wrong’.
  • Any elements in the business environment that undermine the autonomy and purpose of the individual will see the above qualities withheld
  • High on the list of undermining elements come power-hierarchy and over-specialization
  • the responsibility of the individual is formalized, specified and restricted. An improved system is not one where responsibility is distributed perfectly but rather one where there is simply no opportunity for responsibility to be lost (via the divisions between the chunks). Systems must be reorganized so responsibility -the most essential of qualities -is protected and wholly preserved.
  • Matt Black Systems believe this can only be done by containing the whole responsibility within an individual, holding them both responsible and giving them ‘response-ability’
  • The experience of Matt Black Systems demonstrates that radical change is possible
  • productivity is up 300%, the profit margin is up 10%[3], customer perception has shifted from poor to outstanding, product returns are at less than 1%, “on time and in full” delivery is greater than 96%, pay has increased 100%.
  • staff develop broader and deeper skills and feel greater job security; they get direct feedback from their customers which all go to fuel self-confidence and self-esteem.
  • the staff manage themselves
  • “only variety can absorb variety”.
  • What is particular about their story is that behind it is a very consciously crafted design that surrounds the individualism of each person with hard boundaries of the customer, the law and the business. It is these boundaries rather than the instructive persona of ‘the boss’ that gives rise to the discipline in which individuals can develop. Autonomy is not the same as freedom, at least not in the loose sense of ‘do as you please’. An autonomous person is a person who has become self-governing, who has developed a capacity for self-regulation, quite a different notion from the absence of boundaries. Indeed, it is with establishing the right boundaries that the business philosophy is most concerned. The company provides the crucible in which the individual can develop self-expression but the container itself is bounded. Wilson calls this “designing the void”. This crucible is carefully constructed from an all-encompassing, interconnecting set of boundaries that provide an ultimate limit to behaviours (where they would fall foul of the law or take risks with catastrophic potential). It is an illusion to think, as a director of a company, that you are not engaged in a process of social conditioning; the basis of the culture is both your responsibility and the result of your influence. The trick is to know what needs to be defined and what needs to be left open. The traditional authoritarian, controlling characters that often dominate business are the antithesis of this in their drive to fill this void with process, persona and instruction. Alternatively, creating an environment that fosters enterprise, individuals discover how to be enterprising.
Kurt Laitner

Owning Together Is the New Sharing by Nathan Schneider - YES! Magazine - 0 views

  • VC-backed sharing economy companies like Airbnb and Uber have caused trouble for legacy industries, but gone is the illusion that they are doing it with actual sharing
  • Their main contribution to society has been facilitating new kinds of transactions
  • The notion that sharing would do away with the need for owning has been one of the mantras of sharing economy promoters. We could share cars, houses, and labor, trusting in the platforms to provide. But it’s becoming clear that ownership matters as much as ever.
  • ...30 more annotations...
  • Whoever owns the platforms that help us share decides who accumulates wealth from them, and how
  • Léonard and his collaborators are part of a widespread effort to make new kinds of ownership the new norm. There are cooperatives, networks of freelancers, cryptocurrencies, and countless hacks in between. Plans are being made for a driver-owned Lyft, a cooperative version of eBay, and Amazon Mechanical Turk workers are scheming to build a crowdsourcing platform they can run themselves. Each idea has its prospects and shortcomings, but together they aspire toward an economy, and an Internet, that is more fully ours.
  • Jeremy Rifkin, a futurist to CEOs and governments, contends that the Internet-of-things and 3-D printers are ushering in a “ zero marginal cost society“ in which the “collaborative commons” will be more competitive than extractive corporations
  • once the VC-backed sharing companies clear away regulatory hurdles, local co-ops will be poised to swoop in and spread the wealth
  • People are recognizing that doing business differently will require changing who gets to own what.
  • “We’re moving into a new economic age,” says Marjorie Kelly, who spent two decades at the helm of Business Ethics magazine and now advises social entrepreneurs. “It needs to be sustainable. It needs to be inclusive. And the foundation of what defines an economic age is its form of ownership.”
  • It’s a worker-owned cooperative that produces open-source software to help people practice consensus—though they prefer the term “collaboration”—about decisions that affect their lives.
  • From the start Loomio was part of Enspiral, an “open value network“ of freelancers and social enterprises devoted to mutual support and the common good.
  • a companion tool, CoBudget, to help them allocate resources together
  • The team members recently had to come to terms with the fact that, for the time being, only some of them could be paid for full-time work They called the process “participatory downsizing.”
  • And they can take many forms. Loomio and other tech companies, for instance, are aspiring toward the model of a multi-stakeholder cooperative—one in which not just workers or consumers are voting members, but several such groups at once.
  • Loconomics is a San Francisco-based startup designed, like TaskRabbit, to manage short-term freelance jobs
  • “People who have been without for a long time,” she says, “often operate with a mindset that they can’t share what they have, because they don’t know when that resource will come along again.”
  • As Loconomics prepares to begin operations this winter, it’s running out of the pocket of the founder, Josh Danielson
  • The ambition of a cooperative Facebook or Uber—competitive, widespread, and owned by its community—still seems out of reach for enterprises not willing to sell large parts of themselves to investors. Organizations like 
  • His fellow OuiShare founder Benjamin Tincq is concerned that too much fixation on a particular model will make it hard for well-meaning ventures to be successful. “I like the idea that we don’t need to have a specific legal status,” he says. “It’s more about hacking an existing legal status and making these hacks work.”
  • Fenton’s new undertaking, Sovolve, proposes to “create innovative solutions to accelerate social change,” much as CouchSurfing did, but it’s doing the innovating cautiously. All work is done by worker-owners located around the world. Sovolve uses an internal platform—soon to become a product in its own right—through which contributors decide how much they want to be paid in cash and how much in equity. They can see how much others are earning. Their virtual workplace is gamified, with everyone working to nudge their first product, WonderApp, into virality
  • Loomio’s members use a similar system, which they call Loomio Points. But Sovolve is no cooperative; contributors are not in charge.
  • Open-source software and share-alike licenses have revived the ancient idea of the commons for an Internet age. But the “ commons-based peer production“ that Sensorica seeks to practice doesn’t arise overnight. Just as today’s business culture rests on generations of accumulated law, habit, and training, learning to manage a commons successfully takes time
  • It makes possible decentralized autonomous organizations, or DAOs, which exist entirely on a shared network
  • The most ambitious successor to Bitcoin, Ethereum, has raised more than $15 million in crowdfunding on the promise of creating such a network.
  • all with technology that makes collective ownership a lot easier than a conventional legal structure
  • A project called Eris is developing a collective decision-making tool designed to govern DAOs on Ethereum, though the platform may still be months from release.
  • For now, the burden of reinventing every wheel at once makes it hard for companies like Sensorica and Loomio to compete
  • For instance, Cutting Edge Capital specializes in helping companies raise money through a long-standing mechanism called the direct public investment, or DPO, which allows for small, non-accredited investors.
  • Venture funding may be in competition with Dietz’s cryptoequity vision, but it provides a fearsome head start
  • Co-ops help ensure that the people who contribute to and depend on an enterprise keep control and keep profits, so they’re a possible remedy for worsening economic inequality
  • Sooner or later, transforming a system of gross inequality and concentrated wealth will require more than isolated experiments at the fringes—it will require capturing that wealth and redirecting its flows
  • A less consensual strategy was employed to fund the Catalan Integral Cooperative in Spain; over the course of a few years, one activist borrowed around $600,000 from Spanish banks without paying any of it back.
  • In Jackson, Mississippi, Chokwe Lumumba was elected mayor in 2013 on a platform of fostering worker-owned cooperatives, although much of the momentum was lost when Lumumba died just a few months later.
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